prince2 最新原版教材

PRINCE2® 成功的项目管理方法论最新版。从商业论证的角度审视，项目的收益来自于以读者通过对 PRINCE2®最新版的学习、交流和应用进而能够实现自己的预期结果PrIncE2OGcManaging Successful Projects with PRINCE2TMLondon: TSoTSOPublished by tso (the stary office)and available fromOnlinMail, Telephone, Fax E-mailTelephone orders/General enquiries: 0870 600 5522Fax orders: 0870 6005533kTextphone 0870 240 3701TSo@Blackwell and other Accredited AgentsCustomers can also order publications from16 Arthur Street. Belfast BT1 4GDTe|02890238451FaX02890235401o Crown Copyright 2009Published on behalf of the office of government commerceThis is a Crown copyright value added product, reuse of which requires a Licence from OGCApplications to reuse, reproduce or republish material in this publication should be sent to OGC,The OGC Service Desk, Rosebery Court, St Andrews Business Park, Norwich, Norfolk, NR7 OHSTel No: (+44)(0)845 000 4999, E-mail: servicedesk @ogc gsi. gov. uk, or complete the applicationform on the oGC website, Licensing sectionCopyright in the typographical arrangement and design is vested in The Stationery Office LimitedApplications for reproduction should be made in writing to The Stationery Office Limited,St Crispins, Duke Street, Norwich NR3 1PDThe Swirl logo is a Trade Mark of the Office of Govemment CommerceThe OGC logo@ is a Registered Trade Mark of the oftice of Government Commerce in the United KingdomPRINCE@ is a Registered Trade Mark of the office of Government Commerce in the United Kingdom andother countriesNCE2 TM is a Trade Mark of the office of government Commerce in the United Kingdom and othercountriesItiLe is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom and othercountriesM_O_RO is a Registered Trade Mark of the Office of Government Commerce in the United Kingdom andother countriesMSPTM is a Trade mark of the office of government CommerceP300 is a Registered Trade mark of the office of government CommerceP3M3mM is a Trade mark of the office of government commerceFirst edition Crown Copyright 1996econd edition Crown Copyright 1998Third edition Crown Copyright 2002Fourth edition Crown Copyright 2005Fifth edition Crown Copyright 2009First published 2009SBN9780113310593Printed in the United Kingdom for the Stationery OfficeN6012442c24005/09ContentsList of figures5 Organization29List of tables5.1 Purpose315.2 Organization defined31ForewordX5.3 The PRINCE2 approach toAcknowledgementsorganization32Conventions used in this manualX5.4 Responsibilities43Introduction6 Quality451.1 The purpose of this manual36.1 Purpose471.2 The importance of projects6.2 Quality defined471.3 What makes projects different6.3 The PRINCE2 approach to quality 491. 4 Why have a project managemen3446796. 4 Responsibilities57method?7 Plans591.5 Introducing prince21.6 Related OGC guidance7.1 Purpose611.7 Benefits of prince27.2 Plans defined7.3 The PRINCE2 approach to plans642 Principles7. 4 Responsibilities722. 1 Continued business justification2.2 Learn from experience128 Risk2.3 Defined roles and responsibilities 128.1 Purpose772. 4 Manage by stages138. 2 Risk defined772.5 Manage by exception8. 3 The PRINCE2 approach to risk782.6 Focus on products148.4 Responsibilities882.7 Tailor to suit the projectenvironment149 Change893 Introduction to prince2 themes9.1 Purpose91159.2 Change defined913.1 What are the themes?179.3 The PRINCE2 approach to change 923.2 Applying the themes189.4 Responsibilities963.3 Format of the themes184 Business Case19 10 Progress994.1Purpose10.1 Purpose1014.2 Business Case defined2110.2 Progress defined1014.3 The PRiNCE2 approach to the0.3 The PRINCE2 approach to progress 102Business case2210.4 Responsibilities1094.4 Responsibilities27Contents11 Introduction to processes111 18 Closing a Project20311.1 The Prince2 processes11318.1 Purpose20511.2 The PRINCE2 journey11318.2 Objective20511.3 The PrINce2 process mode11418.3 Context20511.4 Structure of the process chapters 11418.4 Activities20512 Starting up a project119 19 Tailoring PRINCE2 to the projectenvironment21312.1 Purpose12112.2 Objective12119. 1 What is tailoring?21512.3 Context12219.2 General approach to tailoring 21512.4 Activities12219.3 Examples of tailoring PRINCE2 21719.4 Projects in a programme13 Directing a project133environment21713.1 Purpose1359.5 Project scale22113.2 Objective13519.6 Commercial customer/supplier13.3 Context224135environment19.7 Multi-organization projects22713.4 Activities136.8 Project type22814 Initiating a project14719.9 Sector differences22914.1 Purpose14919.10 Project management Bodies of14.2 Objective149Knowledge23014 3 Context150Appendix A: Product Description14. 4 Activities150 outlines23315 Controlling a Stage165A1 Benefits Review plan23515.1 Purpose167A 2 Business Case23715.2 Objective167A 3 Check point report23815.3 Context168A 4 Communication ManagementStrategy23915.4 Activities168A.5 Configuration Item Record24016 Managing Product Delivery183A6 Configuration Management16.1 Purpose185Strategy2416.2 Objective185A7 Daily Log24216.3 Context185A 8 End Project report24316. 4 Activities186A9 End Stage Report244A10 Exception report24517 Managing a Stage Boundary191A 11 Highlight Report24517.1 Purpose193A12 Issue register217.2 Objective194A13 Issue Report24717.3 Context194A 14 Lessons log24817.4 Activities194A15 Lessons Report249ContentsA16 Plan250E6 Managing a Stage Boundary292A.17 Product DescriptionE7 Closing a project293A 18 Product status Account253Further information295A 19 Project Brief253Glossary301A20 Project Initiation Documentation 254A 21 Project Product Description256 Index315A. 22 Quality Management Strategy257A 23 Quality Register258A 24 Risk Management Strategy259A.25 Risk Register260A 26 Work Package261Appendix B: Governance263Appendix C: Roles and responsibilities 267C 1 Project Board269C 2 Executive270C3 Senior user270C 4 Senior Supplier271C5 ProjectManager271C 6 Team Manager272C 7 Project assurance273C8 Change Authority274C9 Project Support274Appendix D: Product-based planningexample277D 1 Scenario279D 2 Example of a Project ProductDescription279D 3 Examples of a product breakdownstructureD4 Example of a Product Description 282D5 Product flow diagram283Appendix E: Health check285E1 Starting up a Project287E2 Directing a Project288E 3 Initiating a Project291E4 Controlling a Stage291E5 Managing Product Delivery292List of figuresFigure 1.1 Project managementFigure 10.4 Specialist work aligned toFigure 1.2 The structure of PRINce2management stagesFigure 1.3 oGC best-practice guidanceFigure 11. 1 The PRINCE2 processesFigure 4.1 Relationship between outputs,Figure 11.2 PRINCE2 process modeloutcomes and benefitsFigure 11.3 Relationship between processes,ctivities and actionsFigure 4.2 The development path of theBusiness caseFigure 12. 1 Overview of Starting up a ProjectFigure 5. 1 The three project interestsFigure 12.2 Appoint the executive and theFigure 5.2 The four levels of managementProject Manager: actIvity summarywithin the project managementFigure 12.3 Capture previous lessons: activityteamsummaryFigure 5.3 Project management team structure Figure 12. 4 Design and appoint the projectmanagement team activity summaryFigure 5.4 Possible reporting structure usinguser and supplier groupsFigure 12.5 Prepare the outline business Caseactivity summaryFigure 5.5 the many facets of the projectManager roleFigure 12.6 Select the project approach andassemble the Project Brief: activityFigure 6. 1 The quality audit trailsummaryFigure 7. 1 PRINCE2's planning levelsFigure 12.7 Plan the initiation stage: activityFigure 7. 2 The PRINCE2 approach to planssummaryFigure 7.3 Product-based planning techniqueFigure 13.1 Overview of Directing a ProjectFigure 7. 4 Simple activity-on-node diagramFigure 13.2 Authorize initiation: activit'summaryFigure 8.1 Organizational perspectivesFigure 13.3 Authorize the project: activityFigure 8.2 The risk management proceduresummaryFigure 8. 3 Example of a risk breakdownFigure 13.4 Authorize a Stage or Exception Plan:structureactivity summaryFigure 8.4 Risk cause, event and effectFigure 13.5 Give ad hoc direction: activityFigure 8.5 Probability impact gridsummaryFigure 8.6 Summary risk profileFigure 13.6 Authorize project closure: activitsummaryFigure 8.7 Threat and opportunity responsesFigure 14.1 Overview of Initiating a ProjectFigure 9. 1 Issue and change control procedureFigure 14.2 Prepare the Risk ManagementFigure 9. 2 Options analysisStrategy: activity summaryFigure 10.1 Delegating tolerance and reporting Figure 14.3 Prepare the Configurationactual and forecast progressManagement Strategy: activityFigure 10.2 Specialist work defined in technicalsummarystagesFigure 14.4 Prepare the Quality ManagementFigure 10.3 Specialist work crossing managementStrategy: activity summarystage boundariesList of figuresFigure 14.5 Prepare the CommunicationFigure 17.5 Report stage end: activity summaryManagement Strategy: activityFigure 17.6 Produce an Exception Plan: activitysummarysummaryFigure 14.6 Set up the project controls: activityFigure 18.1 Overview of Closing a ProjectsummaryFigure 18.2 Prepare planned closure: activityFigure 14.7 Create the project plan activitysummarysummaryFigure 18. 3 Prepare premature closure: activityFigure 14.8 Refine the Business Case: activitysummarysummaryFigure 18.4 Hand over products: activityFigure 14.9 Assemble the Project InitiationsummaryDocumentation: activity summaryFigure 18.5 Evaluate the project: activityFigure 15.1 Overview of Controlling a StagesummaryFigure 15.2 Authorize a Work Package: activity Figure 18.6 Recommend project closure: activitysummarysummaryFigure 15.3 Review Work Package status: activity Figure 19.1 Influences on the tailoringsummaryrequirementFigure 15. 4 Receive completed Work PackagesFigure 19.2 Comparison between projects andactivity summaryprogrammesFigure 15.5 Review the stage status: activityFigure 19.3 Organization structure with theExecutive being a member of thesummaryprogramme board and the SeniorFigure 15.6 Report highlights: activity summaryUser being nominated by therelevant business change managerFigure 15.7 Capture and examine issues andrisks: activity summaryFigure 19.4 Organization structure with theprogramme manager as the projectFigure 15.8 Escalate issues and risks: activityExecutive and the senior User rolesummaryon the project being undertakenFigure 15. 9 Take corrective action: activityby the relevant business changemanagersummarvFigure 16.1 Overview of Managing ProductFigure 19.5 An example of a feasibility lifecycleDeliveryFigure A 1 Evolution of baseline managementFigure 16.2 Accept a Work Package: activityproductssummaryFigure d 1 Product breakdown structure in theform of a hierarchy chartFigure 16.3 Execute a Work Package: activitysummaryFigure D 2 Product breakdown structure in theform of a mindmapFigure 16.4 Deliver a Work Package: activitysummaryFigure D 3 Example of a product flow diagramfor the conference projectFigure 17.1 Overview of Managing a StageBoundaryFigure 17.2 Plan the next stage: activity summaryFigure 17.3 Update the Project Plan: activitysummaryFigure 17. 4 Update the Business Case: activitysummaryList of tablesTable 3.1 The prince2 themesTable 12.6 Plan the initiation stageTable 4Responsibilities relevant to theresponsibilitiesBusiness caseTable 13.1 Authorize initiation: responsibilitiesTable 5.1 Responsibilities relevant to theTable 13.2 Authorize the projectOrganization themeresponsibilitiesTable 6.1 The relationship between ProjectTable 13.3 Authorize a stage or Exception planAssurance and quality assuranceresponsibilitiesTable 6.2 Example of a Quality registerTable 13.4 Give ad hoc direction responsibilitiesTable 6.3 Responsibilities relevant to theTable 13.5 Authorize project closureQuality themeresponsibilitiesTable 7Responsibilities relevant to the plans Table 14.1 Prepare the risk managementthemeStrategy: responsibilitiesTable 8Example of the expected monetaryTable 14.2 Prepare the Configurationvalue techniqueManagement Strategy:Table 8.2 Risk responsesresponsibilitiesTable 8.3 Responsibilities relevant to the risk Table 14.3 Prepare the Quality ManagementemeStrategy: responsibilitiesTable 9. 1 Types of issueTable 14.4 Prepare the CommunicationTable 9.2 Project Board decisionsManagement Strategy: responsibilitiesTable 9.3 Responsibilities relevant to theable 14.5 Set up the project controlsChange themeresponsibilitiesTable 10.1 The six tolerance areas by levelTable 14.6 Create the Project planresponsibilitiesTable 10.2 Responsibilities relevant to thProgress themeTable 14.7 refine the business caseresponsibilitiesTable 11. 1 An example of a table ofresponsibilitiesTable 14.8 Assemble the project InitiationDocumentation: responsibilitiesTable 11.2 Key to process diagramsTable 15.1 Authorize a Work PackageTable 12.1 Appoint the Executive and theresponsibilitiesProject Manager: responsibilitiesTable 15.2 Review Work Package statusTable 12.2 Capture previous lessonsresponsibilitiesresponsibilitiesTable 15.3 Receive completed Work PackagesTable 12.3 Design and appoint the projectresponsibilitiesmanagement team: responsibilitiesTable 12.4 Prepare the outline business CaseTable 15.4 Review the stage statusresponsibilitiesresponsibilitiesTable 12.5 Select the project approachTable 15.5 Report highlights: responsibilitiesand assemble the project brief:Table 15.6 Capture and examine issues andresponsibilitiesrisks: responsibilities